Readiness to change is a critical element for the successful implementation of organisational change (Weiner, 2009). Work engagement is an important driver for organisational success (Lockwood, 2007) and it is important that organisations sustain work engagement during organisational changes. Readiness to change and work engagement are both important aspects of a successful organisation. The purpose of this study was to investigate the relationship between readiness to change and work engagement within a mid-tier accounting firm in South Africa. A combined questionnaire, incorporating two measuring instruments was utilised to gather the data for the purpose of this study. These instruments are the Organisational Change Questionnaire – Climate of Change, Process and Readiness (OCQ-C,P,R) as well as Utrecht’s Work Engagement Scale (UWES). The measuring instrument utilised demonstrated adequate reliability. By utilising the OCQ-C,P,R two additional constructs were incorporated into the study namely process of change and trust in leadership. The measuring instrument was sent electronically to all the staff members within the mid-tier accounting firm across South Africa. The researcher obtained a sample of n = 340. A model was constructed based on the measuring instrument to illustrate the hypothesised relationships between the constructs. Results from confirmatory factor analysis suggested that there was a good model fit with the data. Both descriptive and inferential statistics techniques were used for the data analysis. The relationships between the constructs were tested through structure equation modelling and Pearson’s product-moment correlation coefficients. The results of the study indicated that there is a practical and statistically significant relationship between readiness to change and work engagement. The results of the study implied that high levels of work engagement will generate high levels of readiness to change. Engaged employees are better able to cope with job demands during change processes which ultimately will impact whether change implementation is successful. Readiness to change and work engagement also indicated significant correlations with process of change and trust in leadership. Demographic groups had significant differences in the mean scores for work engagement, process of change and trust in leadership.

M.A. / Widowhood is a condition of an incomplete family structure resulting from death. Its consequences such as the absence of the father and husband can be aggravated, decreased or neutralised due to the effects of other conditions, relating to the availability of funds, relatives and community services. Widowhood presents problems and difficulties that most widowed people have to face. The elderly widows are faced with learning to live alone; leaving their own homes and adjusting to life with relatives; financial problems; and immediate care and support. The young widows, in addition, are faced with problems relating to decision-making; managing large sums of money; child upbringing; dispute with in-laws, relatives and older children over the death benefits and estate; lack of support and development programmes for young widows. Widows experience multiple problems that are more common in nature and necessitate a more preventative and developmental approach. Widows' problems are often ignored as, in most instances, they are classified as single mothers, like divorced or unmarried mothers, without paying special attention to the specific condition of widows in particular. Special community and organisational programmes to support and empower widows to cope with social, emotional and economic situations are lacking. Delamont (1980:221) argue that, yet not only is the evidence that being widowed catches most women unprepared financially, socially and emotionally, the study of women in this predicament has been neglected. The problems and factors associated with the management of death benefits by widows have also been neglected.